Our approach recognises the complexities of organisational dynamics, individual needs, and various factors affecting mental health and wellbeing in the workplace.

At Maudsley Learning, what makes our approach unique is that we combine the Igloo Model Framework with the multi-level approach to interventions as we recognise that there is no one size fits all model to managing wellbeing and mental health a work. By combining these approaches, we are able to take into consideration the plethora of factors that influence wellbeing at work and tailor interventions that are suitable for specific organisations needs and aspirations.

Our evidenced based approach to wellbeing at work

Level 1 - Individual (Employee)

The igloo model factors in the mental, emotional, and behavioural responses of employees with common mental disorders to their illness and work circumstances. On a personal level, it takes into consideration personality traits, personal beliefs and values and how these influence working practices and the organisation. It gives importance to personality traits, accurate beliefs and perceptions about common mental disorders, confidence and ability in managing symptoms. It highlights aspects of an individual such the ability to balance work demands with available resources, values and beliefs and the potential influence of personality traits on wellbeing outcomes.

Prevention & promotion

From the multi-level approach, this level focuses on the prevention of mental health disorder through the promotion of wellbeing. These are typically primary interventions that aim on building awareness and knowledge of mental health and wellbeing both in and out of the workplace. It simultaneously supports an individual in managing their own health and wellbeing through activities suited to their own personal needs and resources.

Level 2 - Group Level (Teams)

The model recognises that social interactions and group dynamics are profoundly important to managing mental health and wellbeing at work and can affect the success and productivity of an organisation. Teams can also have a sense of overall wellbeing at work that can be positive or negative with the individuals within them having a significant impact on the perception of team wellbeing. Colleagues and the teams that we work in can be a resource of support to each other that help us navigate the workplace, reduce and manage workplace stress. Relationship dynamics (hierarchical and horizontal), and perceptions of fairness and injustice can significantly impact employee, team, and organisational wellbeing at this level.


At this level we focus on secondary interventions that involve developing knowledge and skills of individuals and teams. We focus on applying these to everyday practices in the workplace to ensure that it has the biggest impact for everyone involved. Examples of interventions may include team building workshops, understanding communication styles and managing conflict and building awareness of the complex intertwining relationship on individual and team wellbeing.

Level 3- Leadership:

Leadership is pivotal to mental health and wellbeing at work. Leaders who demonstrate behaviours such as empathy, provide clear communication, and implement reasonable accommodations contribute to a supportive work environment and enhance wellbeing for employees with common mental disorders. Leaders are often responsible for setting the goal, vision and strategic direction of their team as well as collaborating with others internally and externally to the organisation. Leaders & managers have a significant impact in a plethora of ways particularly on individuals, teams, stakeholders, and the organisation wellbeing and overall success.


This level is an example of a tertiary intervention that focuses on support leaders and managers are able to provide for mental health and wellbeing at work. Within this level there is a central focus on leadership values and behaviours as well as on mangers and the impact they have on those they work with. Examples of intervention at this level can include leadership development programmes, coaching, making reasonable adjustments, team culture, optimising supervision, creating inclusive workplaces and enhancing team performance.

Level 4 - Organisational level and systems level approach

At this level, the models take a whole centred approach to the organisation with a strategic focus on managing mental health and wellbeing at work. It’s important to note that at this level, wellbeing needs to be considered a part of complex interaction between people and environment at different levels and how they influence wellbeing as well as the productivity and succession of the business.

People who are senior leaders, senior managers, boards of directors, human resources or work in other similar department have power and influence on the practices within an organisation and how this impacts wellbeing at the subsequent levels.

Examples of systems levels interventions include organisational design, structures or operations, job redesign such as flexible working arrangements, career development, development of policies & strategies related to wellbeing at work including effective return to work, manging and supporting mental health at work, organisational culture, and change management. Systems level interventions and strategies often take a long time to implement as they involve and impact everyone at all levels of an organisation.

Outside context level

The model doesn't stop at organisational practices. It extends to consider non-work elements as well such as the country we live in, it’s laws and regulations, the economy etc. it also highlights additional areas for support in the local environment, such as community and voluntary organisations. These structures provide a broader awareness to employees when managing mental health at work, outside of the workplace and formal social and healthcare system, further enhancing employee well-being.

We harness the power of the Igloo Model Framework in our approach to wellbeing. This innovative framework has amplified the importance of considering both the work and non-work domains when examining the resources that can contribute to wellbeing. It is a clear departure from the traditional view that only focuses on the work context. Instead, the Igloo model acknowledges the influential role of non-work domain resources. This includes the support from family, friends, peers, colleagues, managers and community organisations, which all play a crucial role in facilitating mental health and well-being at work. This layered approach creates a nurturing and sustainable work environment that not only addresses the needs of those with mental health conditions but also fosters overall wellbeing.